Change is happening across the Federal government at all levels, and a constructive workplace culture is needed for employees to meaningfully buy into the change effort. If people don’t buy in, then change becomes little more than a disruptive, disengaging force for everyone affected.
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While examples of blurring lines offer some clues as to why organizational life is feeling so different, it leaves many organizational leaders with a big unanswered question: What do all these blurring lines mean for the future of organizations? Here are four highly recognized values of organizational change that will help you get to the heart of real organizational change.
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Every aspect of talent management is impacted by how we define our people’s jobs, specifically their job accountabilities, technical job competencies, and behavioral competencies. Without strong organizational structure (re: strong role and job family definition), organizational changes can take a heavy toll on the staff, responsibilities are muddled, accountability diminishes, and employees can be left feeling frustrated and confused about the integrity of their organization.
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We all visualize, whether we realize it or not. Most often, we visualize experiences that have already happened, using our senses, feelings, and emotions to help us understand them better. Visualization can be even more valuable when we use it to create a picture in our mind of something that has not happened—exactly as we want it to be—with the intent that it will actually happen.
This future-focused visualization is particularly valuable for organizational leaders who want to think in new ways about their organization to meet its evolving mission and include an often-missing piece—how to change and align their organization’s culture.
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A lack of a systematic approach to role definition and organizational structure design can create issues that reduce organizational effectiveness. To resolve a problematic organizational structure, one of the first things to do is to perform detailed discovery work to assess the current state of the organization and the elements that need the most improvement.
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